Effort was never the problem.
The team worked hard and the activity numbers looked healthy, but conversion varied wildly by individual. There was no shared discovery standard, no consistent next-step discipline and no coaching rhythm to transfer what the top performer did naturally.
Details anonymised at client request.
What changed
We codified what the strongest seller was doing, built it into the process and the CRM, and installed a weekly call review to make it the team standard.
- Documented the discovery and qualification standard from top-performer calls.
- Redefined CRM stages around buyer evidence rather than seller activity.
- Introduced a weekly call review with structured, specific feedback.
- Built a dashboard around the four numbers that predicted the quarter.
The outcome
82 qualified meetings and $218K in pipeline from the existing team, with performance variance between sellers materially reduced.
What we would do next
With a stable process, the firm can finally hire with confidence - a new seller now joins a system rather than an improvisation.